I don't believe in taking right decisions. I take decisions and then make them right.

Apart from values and ethics which I have tried to live by, the legacy I would like to leave behind is a very simple one - that I have always stood up for what I consider to be the right thing, and I have tried to be as fair and equitable as I could be.

The political system of the People's Republic of China can make things easy. Decisions are made quickly and results come quickly, too. In our democracy [in India], on the other hand, such things are extremely difficult.

IT and the entire communications business clearly have the greatest potential for growth. But if you're talking about sheer size, the steel and auto industries will remain at the top.

I think the Tata Group's greatest contribution to the growth of the Indian economy and Indian industry probably happened in the pre-independence era. The Group's investments in industries such as steel, textiles, power and hotels were certainly driven by an entrepreneurial spirit, but they were driven even more, I think, by a desire to make India self-sufficient and independent of its colonial masters then.

I have two or three cars that I like, but today, Ferrari would be the best car I have driven in terms of being an impressive car.

One of the weaknesses of Indian industry is that in many areas.. like consumer goods.. it is very fragmented. Individually, the companies might not be able to survive. What is needed is a consortium of like companies in one industry, presenting a strong front to the multinationals. The Swiss watch industry did this.